TRANSFORMATIONAL LEADERSHIP
Many organizations are missing the agility mark, even when leadership teams explicitly prioritize this quality. Meyer describes, “even when there is action that prioritizes agility, it’s initiated and executed using the same models and methods that inhibited agility in the first place.” A change to a more agile and creative organizational culture requires a change in mindset. A mindset that values flattened hierarchies, shared accountability, free flowing exchange of information, amoeba-like decision making processes that flexibly morph to include the right parties to achieve a quick direction, versus the excruciatingly slow “up the chain of command” due- diligence process. The CREATE mindset embraces the unforeseen outcomes that can be realized with consistent action bringing forth value and collaborating amongst our networks. What can feel like chaos and lack of structure to someone who comes from the process-oriented world is the work of shifting from “information to interaction” according to Meyer. The action-oriented nature of continuously interacting with our networks can feel, at times, like there’s lack of clarity to the next step.
an expert in ergonomics and human factors, and she explained the importance of systematic process to lessen potential of human error. Process results in improved organizational quality and safety. There are clear environments in which process must prevail. What a process-oriented culture can miss out on, though, are the fruits of an agile and creative culture. One thing I love most about CREATE Portage County is the culture of – you guessed it – creativity. CREATE possesses a culture that is not only open to creative ideas, but one that fosters creativity, encouraging new ideas, valuing all opinions, and leading by example. It’s been proven that when we work with a group or team that we perceive to be creative, our own individual creativity is enhanced. Thus, it’s an organizational advantage to be perceived as creative. But CREATE’s culture is more than creativity – it’s a culture of agility. CREATE is an organization that not only prioritizes agility, but practices it - regularly. To be agile is to first, assess and understand a situation and, second, move in accordance with that assessment. Both the assessment and action are done quickly and easily – and, typically, with enthusiasm. In The Agility Shift by Pamela Meyer, she describes agile teams as “more productive, collaborative, and innovative; and agile organizations are more profitable.” Agility is about developing competence, capacity and courage in ourselves and our teams. And the potential for impact is only as strong as our networks with which we work and interact. What a process-oriented culture can miss out on, though, are the fruits of an agile and creative culture.
The key is to embrace this.
What I’ve learned at CREATE is to embrace the nonlinear nature of work. Embrace the freeform activity as it comes. Focus on relationships and valuable interactions within your dynamic network. Advance your most viable opportunities. And, don’t become paralyzed by your tactic-driven to-do list. In due time and with commitment to your agile and creative culture, there will emerge new solutions, partnerships and opportunities. As Meyer explains, “with a conscious, continuous commitment to interacting…you will be more effective than you ever imagined.”
Dondi Bueno, Chris Klesmith, Derek Bell, Greg Wright, Ann Vang
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p until this point in my career, I’ve leaned on more traditional, linear ways of working. Standardized processes were my crutch, offering a rational and
It’s the way many organizations work – large and small. There is a product or service that needs to be delivered, and with that comes an expectation of the quality or outcome of that service. To ensure efficiency and affordability, best practices and process flows are adopted, and the work is replicated – client to client, product to product, patient to patient, initiative to initiative. Process works – especially in systems where potential for error, human error included, can be catastrophic – i.e. the healthcare or airline industry. In 2017, I interviewed a former colleague, Sally Mergendahl,
thorough approach required to manage the workload of today’s corporate demands. Several clients or marketing initiatives might require our attention at one time, compounded with tracking and reporting out on status updates and impacts of each of these initiatives regularly to our leaders. By replicating our approach over and over, we are less likely to overlook or miss something, and we are more likely to offer the same, high-quality level of service across the board – our approach: prudent and sensible.
The action-oriented nature of continuously interacting with our networks can feel, at times, like there’s lack of clarity to the next step. The key is to embrace this.
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